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ASEAN INTEGRATION for HR Professionals

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Anna Marie A.
Anna Marie A.

HR professionals should prepare for ASEAN integration in 2015 by becoming: 1. Credible activists who understand business trends and can develop strategies. 2. Capability builders who help organizations develop strengths like innovation. 3. Change champions who can manage organizational transformation.

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HOW TO PREPARE FOR THE ASEAN INTEGRATION IN 2015 AS HR PROFESSIONALS By: Flor M. Glinoga, PhD Two years from now, the Philippines and other ASEAN members (Singapore, Malaysia, Indonesia, the Philippines, Vietnam, Thailand, Cambodia, Brunei, Laos, and Myanmar) will be moved toward a single market and production base under the ASEAN Economic Community (AEC) by 2015. The ASEAN economic integration by 2015 aim to establish a single market and production base, a highly competitive economic region, a region of equitable economic development and a region fully integrated into the global economy. It involves human resources development and capacity building and regional recognition of professional qualifications. Our 2014 PMAP President, Atty. J. B. Jimenez emphasized this theme of ASEAN Integration Readiness as his strategic thrust of the new PMAP leadership. Built on the fundamental belief that knowledge is the foundation of the economy, and that it is the most important and valuable tool that the Philippines needs at this point, as an HR Professional, I believe that I—along with other HR professionals, businessmen and professionals of other fields who share the same vision—could help prepare for the challenges that lie ahead. To prepare for these challenges, according to Mr. David Ulrich (HR Guru), future-facing HR professionals should look outside their organizations to customers, investors, and communities to ensure competitive human resources in an integrated economy and to be responsive to the integration and globalization initiatives by: 1. Being a Credible Activist HR professionals should function as credible activists. They do what they say that will do. Such results-based integrity serves as the foundation of personal trust that, in turn, translates into professional credibility. They have effective interpersonal skills. They are flexible in developing positive chemistry with key stakeholders. They translate this positive chemistry into influence that contributes to business results. They take strong positions about business issues that are grounded in sound data and thoughtful opinions. 2. Becoming a Strategic Positioner HR professionals should understand the global business context – the social, political, economic, environmental, technological, and demographic trends that bear on their business – and translate these trends into business implications. They should understand the structure and logic of their own industries and the underlying competitive dynamics of the markets they serve, including customer, competitor, and supplier trends. They then apply this knowledge in developing a personal vision for the future of their own company. They participate in developing customer-focused business strategies and in translating the business strategy into annual business plans and goals. 3. Being a Capability Builder At the organizational level, HR professional should create, audit, and orchestrate an effective and strong organization by helping define and build its organizational
capabilities. Capability represents what the organization is good at and known for. These capabilities outlast the behavior or performance of any individual manager or system. Such capabilities might include innovation, speed, customer focus, efficiency, and the creation of meaning and purpose at work. HR professionals can help line managers create meaning so that the capability of the organization reflects the deeper values of the employees. 4. Assuming the Role as a Change Champion HR professionals should develop their organizations’ capacity for change and then translate that capacity into effective change processes and structures. They should ensure a seamless integration of change processes that builds sustainable competitive advantage. They build the case for change based on market and business reality, and they overcome resistance to change by engaging key stakeholders in key decisions and building their commitment to full implementation. They sustain change by ensuring the availability of necessary resources including time, people, capital, and information, and by capturing the lessons of both success and failure. 5. Becoming a Human Resource Innovator and Integrator At an organizational level, HR professionals should have the ability to innovate and integrate HR practices around a few critical business issues. The challenge is to make the HR whole more effective than the sum of its parts. HR professionals should ensure that desired business results are clearly and precisely prioritized, that the necessary organization capabilities are powerfully conceptualized and operationalized, and that the appropriate HR practices, processes, structures, and procedures are aligned to create and sustain the identified organizational capabilities. As they do so with discipline and consistency, they help collective HR practices to reach the tipping point of impact on business results. The innovation and integration of HR practices, processes, and structures, directs HR more fully toward impacting business results. 6. Becoming a Technology Proponent For many years, HR professionals have applied technology to basic HR work. HR information systems (HRIS) have been applied to enhance the efficiency of HR processes including benefits, payroll processing, health care funding, record keeping, and other administrative services. In this HRIS round, we see a dramatic change in the implications of technology for HR professionals. At the organization level, HR professionals should now be involved in two additional categories of technological application. First, HR professionals are applying social networking technology to help people stay connected with each other. They help guide the connectedness of people within the firm and the connectedness between people outside firms (especially customers) with employees inside the firm. Second, HR professionals should increase their role in the management of information. This includes identifying the information that should receive focus, bundling that information into useable knowledge, leveraging that knowledge into key decisions, and then ensuring that these decision are clearly communicated and acted upon. This updates the operational efficiency competency and will add substantive value to their organizations.

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ASEAN INTEGRATION for HR Professionals

  • 1. HOW TO PREPARE FOR THE ASEAN INTEGRATION IN 2015 AS HR PROFESSIONALS By: Flor M. Glinoga, PhD Two years from now, the Philippines and other ASEAN members (Singapore, Malaysia, Indonesia, the Philippines, Vietnam, Thailand, Cambodia, Brunei, Laos, and Myanmar) will be moved toward a single market and production base under the ASEAN Economic Community (AEC) by 2015. The ASEAN economic integration by 2015 aim to establish a single market and production base, a highly competitive economic region, a region of equitable economic development and a region fully integrated into the global economy. It involves human resources development and capacity building and regional recognition of professional qualifications. Our 2014 PMAP President, Atty. J. B. Jimenez emphasized this theme of ASEAN Integration Readiness as his strategic thrust of the new PMAP leadership. Built on the fundamental belief that knowledge is the foundation of the economy, and that it is the most important and valuable tool that the Philippines needs at this point, as an HR Professional, I believe that I—along with other HR professionals, businessmen and professionals of other fields who share the same vision—could help prepare for the challenges that lie ahead. To prepare for these challenges, according to Mr. David Ulrich (HR Guru), future-facing HR professionals should look outside their organizations to customers, investors, and communities to ensure competitive human resources in an integrated economy and to be responsive to the integration and globalization initiatives by: 1. Being a Credible Activist HR professionals should function as credible activists. They do what they say that will do. Such results-based integrity serves as the foundation of personal trust that, in turn, translates into professional credibility. They have effective interpersonal skills. They are flexible in developing positive chemistry with key stakeholders. They translate this positive chemistry into influence that contributes to business results. They take strong positions about business issues that are grounded in sound data and thoughtful opinions. 2. Becoming a Strategic Positioner HR professionals should understand the global business context – the social, political, economic, environmental, technological, and demographic trends that bear on their business – and translate these trends into business implications. They should understand the structure and logic of their own industries and the underlying competitive dynamics of the markets they serve, including customer, competitor, and supplier trends. They then apply this knowledge in developing a personal vision for the future of their own company. They participate in developing customer-focused business strategies and in translating the business strategy into annual business plans and goals. 3. Being a Capability Builder At the organizational level, HR professional should create, audit, and orchestrate an effective and strong organization by helping define and build its organizational
  • 2. capabilities. Capability represents what the organization is good at and known for. These capabilities outlast the behavior or performance of any individual manager or system. Such capabilities might include innovation, speed, customer focus, efficiency, and the creation of meaning and purpose at work. HR professionals can help line managers create meaning so that the capability of the organization reflects the deeper values of the employees. 4. Assuming the Role as a Change Champion HR professionals should develop their organizations’ capacity for change and then translate that capacity into effective change processes and structures. They should ensure a seamless integration of change processes that builds sustainable competitive advantage. They build the case for change based on market and business reality, and they overcome resistance to change by engaging key stakeholders in key decisions and building their commitment to full implementation. They sustain change by ensuring the availability of necessary resources including time, people, capital, and information, and by capturing the lessons of both success and failure. 5. Becoming a Human Resource Innovator and Integrator At an organizational level, HR professionals should have the ability to innovate and integrate HR practices around a few critical business issues. The challenge is to make the HR whole more effective than the sum of its parts. HR professionals should ensure that desired business results are clearly and precisely prioritized, that the necessary organization capabilities are powerfully conceptualized and operationalized, and that the appropriate HR practices, processes, structures, and procedures are aligned to create and sustain the identified organizational capabilities. As they do so with discipline and consistency, they help collective HR practices to reach the tipping point of impact on business results. The innovation and integration of HR practices, processes, and structures, directs HR more fully toward impacting business results. 6. Becoming a Technology Proponent For many years, HR professionals have applied technology to basic HR work. HR information systems (HRIS) have been applied to enhance the efficiency of HR processes including benefits, payroll processing, health care funding, record keeping, and other administrative services. In this HRIS round, we see a dramatic change in the implications of technology for HR professionals. At the organization level, HR professionals should now be involved in two additional categories of technological application. First, HR professionals are applying social networking technology to help people stay connected with each other. They help guide the connectedness of people within the firm and the connectedness between people outside firms (especially customers) with employees inside the firm. Second, HR professionals should increase their role in the management of information. This includes identifying the information that should receive focus, bundling that information into useable knowledge, leveraging that knowledge into key decisions, and then ensuring that these decision are clearly communicated and acted upon. This updates the operational efficiency competency and will add substantive value to their organizations.